This repository contains a number of blog posts on various aspects of teamwork. Integration and Implementation Insights (also known as i2Insights) is a community weblog (blog) for sharing methods, frameworks, processes, concepts, theories and competencies to better understand and act on complex societal and environmental problems (problems like refugee crises, global climate change, and inequality).

Vision: INSciTS will create and facilitate a high-impact community that develops and disseminates an evidence-base to support team science and shapes how research is conducted to solve complex problems.
Mission: The problems impacting our world are increasingly complex, yet we are able to address them through scientific pursuit now more than ever. Addressing complex problems depends on cross-disciplinary collaboration, a key component of team science. INSciTS serves as a conduit to ensure that empirical findings about team science are accessible and useful for effective collaborative practice and policy, bridging both science and praxis.

There have been several researchers at the University of California, Irvine (UCI), who have made the study of team scholarship their primary area of research. The UCI Vice Chancellor for Research, Pramod Khargonekar, invited this group to work with him on some problems pertaining to team scholarship. After a series of discussions with him and briefings of key administrators, we formed the Team Scholarship Acceleration Lab (TSAL).

The website is created by John R. Turner, Ph.D., an assistant professor at the University of North Texas for the Department of Learning Technologies in the College of Information. His research interests are in teams, team cognition, knowledge management, performance improvement, leadership, theory building, complexity theory, multilevel models, and meta-analysis techniques.

This blog contains a substantial number of posts on teamwork leadership focused for other non-profits and those who have leadership positions in healthcare professions. It publishes an article a week largely about the psychology behind leadership and how to overcome psychological hurdles. Medical backing means these articles are written as personal hurdles in the psyche to overcome and are written clearly describing the problem and showing step-by-step how to change.

When you feel included and engaged, do you do a better job? Do you think teams in which people work well together produce much better results? Have you noticed the best ideas often come from unexpected sources? Do you want to work at the top of your intelligence and give the same opportunity to others? If YES, we have found this is the kind of organization and community that people want to be part of. AND, Liberating Structures help make it happen.
This website offers an alternative way to approach and design how people work together. It provides a menu of thirty-three Liberating Structures to replace or complement conventional practices.

Proceedings of the 18th ACM Conference Companion on computer-supported cooperative work & social computing.
You can find many valuable readings presented in different sessions, such as Crowdfunding, Crowd Work and Crowd Process, Collaborative approaches, Collaboration in a Globalised Work, Social Sharing and Social Media, Framing Collaboration, Understanding Deviance in Collaboration, Volunteerism, Teamwork Challenges, etc.

Free riders—those who don’t do their fair share of work in a group—frustrate students, especially when they get the same grade as everyone else in the group. A lot of students don’t realize there are ways groups can deal with free riders—ways that make it less likely that the rest of the group will have to pick up the slack. The purpose of this handout is to help those in your group correctly identify who’s free riding and provide a range of options for responding to that behavior. Is it the teacher’s responsibility to take care of the free rider problem? Yes, teachers should design group projects so that there are consequences for members who don’t deliver. And although groups can complain to teachers (more on this to come), now is the time to start developing the skills needed to handle free riders. Group work in college won’t be the only time you’ll encounter members who take advantage of the group, and after college there won’t be a teacher around to fix the problem.

The Collaboration Agreement Template is designed to help crossdisciplinary research teams be explicit about the details of their collaboration. It is important for research teams to devote effort early to designing their collaboration so that they are set up for success and can focus on the technical details of the project. This template contains questions in several topic areas that guide team reflection on what is working and not working, discussion of strategies for working together successfully, and development of approaches for preemptively addressing potential conflicts. It is intended to facilitate dialogue about shared rules and norms of collaboration and open pathways for anticipating, identifying, and addressing obstacles as they arise. Crossdisciplinary research teams include a diversity of disciplines and professions, personalities, and work and communication styles and this template can surface and elucidate these differences. Teams that are willing to acknowledge, examine, and develop a shared understanding of how to address these differences can move more quickly and efficiently toward successful project outcomes.

This guide was first published in 2010. For nearly a decade, the Field Guide has served as a valuable resource for scientists participating in or leading a research team. It has also been used by those considering becoming involved in or building a research team. Graduate courses designed to focus on or integrate team science and interdisciplinary research into their learning have used it as a base text, and professional development offices have provided it to trainees to enhance their understanding of working collaboratively. Institutional leaders have used it to help guide change at an organizational level, shifting research culture from a primary investigator-initiated focus to one that embraces collaborative and efforts that cut across discipline-based departments. The original research foundation for the Field Guide was conducted with scientific teams at the NIH. Since its publication, the authors have had opportunities to travel nationally and internationally to conduct workshops and give lectures, as well as work with and learn from individuals, teams, and organizations. The learning from these experiences is reflected in this second edition.

This tutorial gives you strategies for being part of a successful group, which you can apply to your future academic and professional life. The tutorial will step you through a process to work together to create an effective product, as well as giving advice on how to manage each other and challenges as they arise.

Agility is catching fire, and there is growing recognition of its transformational benefits. But moving to an agile operating model is tough, especially for established companies. There are several paths to agility and many different starting points, yet successful agile transformations all share the common elements described in this paper. Agile organizations are different. Traditional organizations are built around a static, siloed, structural hierarchy, whereas agile organizations are characterized as a network of teams operating in rapid learning and decision-making cycles. Traditional organizations place their governance bodies at their apex, and decision rights flow down the hierarchy; conversely, agile organizations instill a common purpose and use new data to give decision rights to the teams closest to the information. An agile organization can ideally combine velocity and adaptability with adaptability and efficiency.

Belbin was founded as a company in 1987, and we've been growing throughout the UK and worldwide ever since. Based in Cambridge, UK, we're a small team with a broad global reach. Our mission is to bring the language of Belbin Team Roles to individuals, teams and organisations worldwide. We want to help people discover their strengths, and work more effectively together to build high-performing teams. Belbin reports, training and exercises are all based on the Team Role theory developed by Dr Meredith Belbin in the 1970s. Studied on management courses around the world, and used every day in tens of thousands of organisations, Belbin Team Roles have become the gold-standard method for identifying behavioural contributions in the workplace.

Psychologists are pinpointing the factors that make teams gel—research that has far-reaching implications for health care, education, research, industry and more.